Aidla and MaajaVadi, (2018), stated to explore the relationships between the
organization culture estimations and actual school performance. The technique
used is empirical study. The tool used by researcher was regression.
Paschal, (2016), describes to measure and identify how organizational culture
affects the performance of its employees and the technique used here random
sampling. The sample size is 250 & tool used are regression.
(2014), stated that a positive organizational culture will enhance employees’
performance and he even determines that due to organizational culture
employee’s performance increase as they learn new things form others.
DairaAramina, et al, (2015), argues Organizational culture is directly
connected with effectiveness and performance of the organization. The
researchers used the descriptive technique and stated that the organization
culture improves the quality management.
Iljins, ViktorijaSkvarciany, et al, (2015), mentioned that the purpose of this
paper is to investigate the impact of organizational culture on employees’
performance in the process of change.
Min Nama, Hak Su Kima, (2016), describes that the types of organizational
culture in semiconductor industry, are determine whether there are differences
in job satisfaction and organizational commitment among the types.
Ahmed, SaimaShafiq, (2014), elaborates that the impact of organizational
culture on organizational performance were the employee plays the major role
improvement in productivity. The sample size used are 22. The percentage is the
Jasim Uddin, RumanaHuqLuva , et al., (2013), stated that in telecom sector due
to organizational culture they could make proper like within the employee and
customer for with employee performance increases.
Mohammad Awadh, et al., (2013), stated the employee performance helps in
organization association and the organization culture helps in internalizing
joint relationship that leads to manage effective organization processes. The
productivity and culture of organization helps in improving performance.
and Mahakalanda (2008), stated that maximizing employee’s values are considered
as rational assets that required a culture to support their logical participation
both for individual and organizational learning, new knowledge formation and
readiness to share with others.
(2002), argued that organizational culture is inherently connected to
organizational practices which in turn influence employees’ performance. The
sample size is 53. The tools used for the research are regression &
et al. (1990), observed that organizational culture aids coordination of
assignments and minimizes inefficiency in resource utilization. Employees need
a supportive organizational culture to attain their individual objectives.
and Ostroff (1989), observed that the role of culture in nurturing, sustaining
and enhancing employees’ performance in organizations.
T. R. V., 1984, stated that due to change in culture of organization employees
ideas and performance improved.
(1996), stated that the organizational culture is a collection of various
values and behaviours that may be considered as a guide to success. The sample
size is 22. The tool used was simple percentage.
Xiaoming, et al., (2012), stated that there are more and more studies about
organization culture. And in Chinese studies and practices and pay much
attention to the culture due to the direct relationship between the organization
culture and corporate performance. The research made the relationship between
the organization culture and corporate performance is much more
et al., (2012), observed that organizational culture has deep impact on the
variety of organizations process, employees and its performance.
Tsai, (2011), referred to the beliefs and values that have existed in an
organization for a long time, and to the beliefs of the staff and the foreseen
value of their work that will influence their attitudes and behaviour which
involved the employee performance. The sample size used here is 200 and the
tools which had been used were percentage, mean, standard deviation.
Ibrahim Mohamed, et al., (2013), observed that the organizational culture
provide continuous development of their employee’s skills and capacity in order
produce good performance.
(2014), stated that a positive relationship between organisation culture and
employee performance was established, however the effect diversely varied
amongst the variables with work processes and systems in Wartsila having more
effect to employees performance. The sample size is 63. The tools used are
t-test, correlation, regression, mean & standard deviation.
G., Heck, R., (1993), observed that strong organizational cultures give
positive effect on the performance of employee.
Adeel.R, Shabbir.L (2004), stated that the effectiveness of employee
performance is majorly related to organizational culture. The sample size is
47. The tools used are percentage, mean and standard deviation.
Nazir, et al., (2015), indicated that there was positive relationship between
employees performance and organizational culture and also indicates that there
is no significant difference in responses between gender of employees regarding
organizational culture and employee performance. The sample size is 60. The
tools used are Cronbach’s Alpha and t-test.
24. ChutinonPutthiwanit, (2015), stated
that to expand the current paradigm in multinational enterprise’s
organizational culture and its effect on the proposed aspects.
25. Njugi Anne wanjiku, (2014), stated that
Culture may have a big influence on the performance of all organizations
worldwide. This is a practice that cannot just be assumed as it has both
positive and negative effects as far as performance is concerned.
26. Zain, et al., (2009), examined the
effect of four dimensions of organization culture namely teamwork,
communication, reward and recognition, and training and development on employee
performance and found that all the four dimensions of organization culture were
important determinants of performance.
27. Lahiry, el at., (1994), described that
a weak association between organization culture and performance. The
sample size is 147. The tools used are percentage, mean, correlatio and
28. Juris Iljins, (2015), argued that
during the period of changes organizational culture has an impact on
organizational climate through specific factors. Theoretical model how change
of organizational culture impacts organizational climate is developed.
29. General Study Research Proposal
Organizational Culture, (2009), stated that to identify and differentiate the
organizational culture and climate with respect to employee performance. The tools
used are correlation.
30. M. MuzamilNaqshbandi, el at., (2013),
examined that the organizational culture of the Malaysian high-tech sector and
highlights the organizational culture dimensions most and least dominant in
this sector. The study also examines differences with respect to organizational
culture across the high-tech industries and different ownership types. The
tools used are factor analyse and t-test.
31. Andre van Hoorn, (2017), argued that
when employee build on the person–organization fit and develop concepts,
indirect method for assessing organizational culture that revolves around
relationships between employees’ personal traits and their career success in
the industry or organization under study. The tools used are correlation, mean
& standard deviation.
32. Richard L. Gardner, (1999), defined
that employee safety will enhance employee performance while being in
33. Lee Huey Yiing, KamarulZaman Bin Ahmad,
(2008), concluded that Organizational commitment was found to be significantly
associated with job satisfaction, but not with employee performance. The tools
used were Cronbach Alpha, percentage and factor analysis.
34. Amin Nikpour, (2017), indicated that
the model had appropriate fit and organizational culture beyond its direct impact
exerted indirect impact on organizational performance through the mediation of
employee’s performance which extended to indirect impact which was
significantly higher than direct impact. The tool used was t-test.
35. Mohammad Taslim, (2011), argued that when
there are employee motivation gradually there will be employee performance. The
sample size was 117. The tools used are correlation and chi square.
36. M SakthivelMurugan, (2009), inferred
that organizational culture influencing performance among the employees in the
IT industry depends on the major factors such as organizational culture, work
environment, safety and negotiation. The sample size are 52. The tools are mean
and factor analysis.
37. Sylvie Laforet, (2015), show that a
paternalistic and founder culture type do not have a positive effect on family
firm innovation performance, but an entrepreneurial-like culture does. The tool
used was correlation.
38. Febi Varghese, et al., (2015), opined
that the organisational structure and culture has an impact on the construction
firms’ response to innovate ideas and its ability to transform these ideas into
possibly successful products. The sample size was 37. The tool used was
39. ZeinabInanlou, et al., (2017), stated
that organizational culture is a critical factor to increase workers’
motivation through the participation in HRD training program which improved
employee performance. The tools used are mean, correlation and factor analysis.
40. EbruY?ld?z, (2014), defines that the
Organizational culture should have set of goals and values shared by employees
in the organization so that performance of an employee is improved.
41. Seyed Abbas Mousavi, et al., (2015),
described to shed light on the role of organizational culture on performance
which was used to achieve the goal and measure organizational culture.
O. O. and Ekwoaba J.O, (2014), observed that strong organizational culture as a
tool for management to control, motivate and enhance/improve employees’
performance in selected federal government tertiary institutions in Lagos
mainland local government. The sample size is 108. The tools used were
percentage, mean and standard deviation.
el at., (2013), that in the banking sector, although organizational culture and
innovation have a direct and positive effect on the firm performance
dimensions, organizational culture was found to have an not significant, which
concluded that banking sector has no relation with organizational culture.
E. Sheridan, (1992), delivered that there no requirement for organizational
culture and employee retention. The tools used were correlation and ANOVA.
Rashmi, (2016), states that the role of six organizational culture variables
namely Employee Performance, Organizational structure, Conflict Management,
Innovation, Participation, Work Life in facilitating employee engagement of
Aidla&MaajaVadi, (2007), mentioned that the employee of organization are
willing to support each other and also the goals and development of their
organization, for which the organizational culture is important for employee
performance. The sample size is 100. The tools used are t-test and percentage.
Milan Nikolic, (2013), describes that to improve organizational results by
satisfying the job of an employee. The tools used were correlation and chow
Weerarathna, I. A. P. H Geeganage, (2014), denotes that an effective
organizational culture can be recognized as one factor that always seems to be
associated with successful companies by employee’s performance. The sample size
is 80 and tool used for the research paper were simple statistics and
S B Maseko, (2017), states that when there were motivation within the employee,
the productivity and performance increased.
Kaya, (2012), found that that organisational culture dimensions have no effect
on firm financial performance. The sample size used was 77 The tool been used